Research in Organizational Change and Development.

1 online resource (385 pages)

Research in Organizational Change and Development Ser ; v.22

Research in Organizational Change and Development ; Volume 22

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FRONT COVER; RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT; COPYRIGHT PAGE; CONTENTS; LIST OF CONTRIBUTORS; PREFACE; THE ROLE OF COERCIVE PERSUASION IN EDUCATION AND LEARNING: SUBJUGATION OR ANIMATION?; AUTOBIOGRAPHICAL OVERVIEW - LEARNING TO BE AN EXPERIMENTAL SOCIAL PSYCHOLOGIST; POSTDOCTORAL WORK AT WALTER REED ARMY INSTITUTE OF RESEARCH (1953-1956) - LEARNING ABOUT REAL SOCIAL INFLUENCE (COERCIVE PERSUASION); MIT SLOAN SCHOOL OF MANAGEMENT, 1956-2005; A MAJOR NEW INSIGHT FROM THE T-GROUP; A FURTHER INSIGHT FROM CONSULTING EXPERIENCES; EXPERIENTIAL LEARNING AS THE KEY TO ANIMATION

MY FINAL CLASS IN MANAGING CHANGETRADITIONAL TEACHING VERSUS EXPERIENTIAL LEARNING; THE EVOLUTION OF EXPERIENTIAL LEARNING INTO ORGANIZATION DEVELOPMENT; CONCLUSIONS; REFERENCES; CO-CREATING THE CLASSROOM EXPERIENCE TO TRANSFORM LEARNING AND CHANGE LIVES; RESEARCH BACKGROUND; SETTING THE STAGE: PROFILING THE "DIRECTIVE" PERSPECTIVE; CLASSROOM CO-CREATION: SOME HYPOTHESES; GENERAL IMPLICATIONS FOR LEADERS: WHAT CAN HETS TEACH US?; IMPLICATIONS FOR DEVELOPING HELS FOR CONSULTANTS AND COACHES; IMPLICATIONS FOR DEVELOPING HELS FOR MANAGEMENT EDUCATORS; LIMITATIONS AND FUTURE DIRECTIONS

CONCLUSIONNOTES; ACKNOWLEDGMENTS; REFERENCES; THE DIALOGIC MINDSET IN ORGANIZATION DEVELOPMENT; BASIC DIFFERENCES BETWEEN DIAGNOSTIC AND DIALOGIC OD; CONTRIBUTIONS TO A DIALOGIC MINDSET; COMPLEXITY PERSPECTIVES; INTERPRETIVE PERSPECTIVES; THE DIALOGIC MINDSET; THE CORE PROCESSES OF ORGANIZATIONAL CHANGE IN DIALOGIC OD; SUGGESTIONS FOR FUTURE RESEARCH; CONCLUSION; REFERENCES; CONNECTING ORGANIZATIONAL CHANGE CONTENT WITH CHANGE STRATEGY: HAS THEORY BECOME PRACTICE?; THEORETICAL FRAMEWORK AND HYPOTHESES; METHODS; DISCUSSION; CONCLUSION; ACKNOWLEDGMENT; REFERENCES; APPENDIX A: CODING SHEET

APPENDIX B: CODING MAPDYNAMIC CAPABILITY SEEN THROUGH A DUALITY-PARADOX LENS: A CASE OF RADICAL INNOVATION AT MICROSOFT; PURPOSE AND APPROACH; CONCEPTUAL FOUNDATIONS; TYPES OF ORGANIZATION LEARNING; PROJECT SENDAK (CASE, PART 1): A RADICAL INNOVATION PROJECT AT MICROSOFT; DUALITY CONFLICT - NOT WELL MANAGED (CASE, PART 2); ORGANIZATIONAL DUALITIES; VARIETIES OF OL; COLLABORATION AND CONFLICT MANAGEMENT; TYPES OF ACTION, THINKING, AND LEARNING STYLES; RECAP OF PROPOSITIONS; SOME PRACTICAL IMPLICATIONS; CONCLUSION; NOTES; ACKNOWLEDGMENTS; REFERENCES; APPENDIX

SYSTEM-WIDE CHANGE IN CANCER CARE: EXPLORING SENSEMAKING, SENSEGIVING, AND CONSENTINTRODUCTION; SYMBOLISM, SENSEMAKING, AND SENSEGIVING; SYSTEM-WIDE CHANGE THROUGH ACTION RESEARCH; A NEW REGIONAL STRATEGY FOR MANAGING CANCER CARE; DISCUSSION: DISCURSIVE DIVERGENCE AND PLATFORM PLURIVOCALITY; CONCLUSION: THE TURN TO DIALOGUE IN ORGANIZATIONAL DEVELOPMENT; NOTE; REFERENCES; CHANGING LEADERSHIP DYNAMICS AT AGILITY-CRITICAL INTERFACES: ACTION RESEARCH AS A 25-YEAR LONGITUDINAL STUDY; INTRODUCTION; THE RESEARCH SETTING; EVOLUTION OF THE PRACTITIONER'S RESEARCH QUESTION

TOWARD A FULL-PROCESS APPROACH OF LEADERSHIP DYNAMICS AT INTERFACES

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